HIV prevention case management in San Francisco: Barriers to successful implementation

Abstract

Prevention case management (PCM) is the most labor-intensive HIV prevention intervention for persons at risk for acquiring or transmitting HIV. However, it has not been thoroughly evaluated. We abstracted client charts (n = 290) from 12 San Francisco PCM programs and interviewed current and former program directors (n=16), case managers (n = 17) and contract managers (n = 4) regarding client characteristics, services delivered, barriers to care, cost and organizational structure, policies and procedures. Most agencies lacked protocols and data collection forms, had high staff turnover, inadequate staff training and supervision, experienced difficulty recruiting and retaining clients and could not implement PCM guidelines. Half the clients lacked behavioral risk assessment, 39% were low or no risk, a third received HIV prevention education and a third received referrals. Including time spent directly with clients and working on their behalf, PCM cost almost four-fold more per client contact than the next most costly individual level prevention intervention. Local PCM guidelines, reimbursement ties to providing and documenting services and increased collaboration between the health department and agencies has greatly improved the situation. Outcome evaluations and cost-effectiveness assessments comparing PCM to less costly prevention interventions are needed.